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Can Management Afford to Look the Other Way?" Harry Rull had been with Shellington Pharmaceuticals for 30 years. After a tour of duty in the various plants and seven years Overseas, Harry was back at headquarters, looking forward to his new role as vice president Of U. S. marketing. Two weeks into his new job, Harry received some unsettling news about one of the managers Char he supervised, During a casual lunch conversation, Sally Barton, the director of human resources, mentioned that Harry should expect a phone call about Roger Jacobs, manager of new product development. Jacobs had a history of being "pretty horrible" to his subordinates, she said, and one disgruntled employee asked to speak to someone in senior management. After lunch, Harry did some follow-up work. Jacobs's performance reviews were stellar, but his personnel file also contained a large number of notes documenting charges of Jacob" mistreatment of subordinates. The complaints ranged from "inappropriate and derogatory remarks" to charges of sexual harassment (which were subsequently dropped). What was more disturbing was the fact that the number and the severity of the complaints had increased with each of Jacobs's ten years with Shellington. When Harry questioned the company president about the issue, he was told, "Yeah, he's had some problems, but you can't Just replace someone with an eye for new products. You're a bottom-line guy; you understand why we let these things slide." Not Sure how to handle the situation, Harry met briefly with Jacobs and reminded him to "keep the team's morale up." Just after the meeting, Barton called to let him know that the problem that shed mentioned Over lunch had been worked Out. However, she warned, another employee had come forward and demanded that her complaints be addressed by senior management. l. Ignore the problem. Jacobs's contributions to new product development are too valuable to risk losing him, and the problems Over the past ten years have always worked themselves Out anyway. no sense starting something that could make you look bad.
Management, Loose-Leaf Version
Solutions
Management, Loose-Leaf Version
Can Management Afford to Look the
Other Way?"
Harry Rull had been with Shellington Pharmaceuticals
for 30 years. After a tour of duty in the various plants and
seven years Overseas, Harry was back at headquarters,
looking forward to his new role as vice president Of U. S.
marketing.
Two weeks into his new job, Harry received some
unsettling news about one of the managers Char he
supervised, During a casual lunch conversation, Sally
Barton, the director of human resources, mentioned that
Harry should expect a phone call about Roger Jacobs,
manager of new product development. Jacobs had a
history of being "pretty horrible" to his subordinates, she
said, and one disgruntled employee asked to speak to
someone in senior management. After lunch, Harry
did some follow-up work. Jacobs's performance reviews
were stellar, but his personnel file also contained a
large number of notes documenting charges of Jacob"
mistreatment of subordinates. The complaints ranged
from "inappropriate and derogatory remarks" to charges
of sexual harassment (which were subsequently dropped).
What was more disturbing was the fact that the number
and the severity of the complaints had increased with each
of Jacobs's ten years with Shellington.
When Harry questioned the company president about
the issue, he was told, "Yeah, he's had some problems,
but you can't Just replace someone with an eye for new
products. You're a bottom-line guy; you understand why we
let these things slide." Not Sure how to handle the situation,
Harry met briefly with Jacobs and reminded him to "keep
the team's morale up." Just after the meeting, Barton called
to let him know that the problem that shed mentioned
Over lunch had been worked Out. However, she warned,
another employee had come forward and demanded that
her complaints be addressed by senior management.
l. Ignore the problem. Jacobs's contributions to new
product development are too valuable to risk losing
him, and the problems Over the past ten years have
always worked themselves Out anyway. no sense
starting something that could make you look bad.
To think critically about:
Here, the question will ask the student to analyse whether to ignore the problem that Jacob's behaviour is really bad towards his sub-ordinates including some sexual harassment cases. And give more emphasis on his contribution to new product development.
Introduction:
In this case, Harry, the new vice-president had come back at headquarters. In a conversation with a colleague, he came to know about mistreatment of Roger Jacob's manager of new product development towards his sub-ordinates including sexual harassment cases. The decision which he has to take is whether he should ignore the complaints and say nothing to Jacob or take a strict action against him.
Explanation of Solution
In this situation, ignoring the problem is not a solution at all because the problems range froharassment of co-workers to sexual harassment. Despite the fact, the top management does not like to go ahead with the issue of terminating him.
The above answer can be explained as under. Harry had come to know about the new product development manager that he is someone to not make kept in the organization as he is creating troubles for others. Being the vice-president of the head-quarters, it has become his duty to make sure that all his employees can work in peace...
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